A lot has been said in recent months about ChatGPT, a machine-learning chatbot which analyses billions of sentences from the internet to generate human-like responses to user queries. It is clear that the potential for this technology, which is still in its infancy, is enormous.
Revitalising HR – Leveraging Employer Branding
The Malta HR Pulse Survey is a joint annual exercise carried out by PwC Malta and the Foundation for Human Resources Development (FHRD). Every year, the survey looks to identify the key HR challenges being faced by local organisations and to gain insight on the priorities for people management going forward.
In today’s volatile job market, having a comprehensive strategy that gives employees a reason to join and stay with your organisation is critical. The framework presented outlines the underlying forces which influence an organisation’s workforce strategy.
Organisations who understand these forces and how they apply to their workforce would be optimally placed to develop an edge in creating vibrant workforces capable of achieving sustained, positive outcomes.
The expectations placed upon leaders during these challenging times are by no means simple.
Rapid advancements in technology, changing workforce practices, increased customer demands and a shortage of talent are just to name a few. Leaders are expected to navigate newfound territory and manage change at an unprecedented pace which means that the need for a new form of leadership is now critical.
Whenever we think about change, we always think about 3 main things: People, Processes and Technology. Transforming your L&D function should be no exception. Nonetheless the change process we are dealing with is complex and varied, and, in reality, ‘the sky's the limit’ when it comes to digitising your L&D function. You should never be disheartened by its complexity, though. You should start by using an iterative approach and build on it with small ‘baby’ steps. Here are a few considerations around People, Processes and Technology that you may wish to consider when drafting your transformation plan.
The shift to a green economy is being driven by government policy, climate change, and technologies which, when combined, fuel the consumer market for green products and services. Inevitably, this shift increases the demand for employees to be reskilled or upskilled to meet the needs of the future. According to the UN Environment Programme’s Global Guidance for Education on Green Jobs Report (2021) the transition to a green economy will add an estimated 60 million new jobs to the market by 2030.
Beyond the Pandemic
Every year the HR Pulse Survey looks to identify the key HR challenges local organisations are facing and to gain insight on the priorities for people management going forward. As we stand in this point of uncertainty, with what is believed to be the brunt of the pandemic behind us and a new normal ahead of us, this survey investigates what the workforce might look like after the effects of the pandemic start to subside.
Today’s HR function has made great strides in shifting from purely administrative in nature, to a strategic business partner which is critical to the running of the organisation. Though one key component which is lagging behind, and which makes all the difference between being a reactive HR function or a proactive one, is the area of HR Analytics.
Upskilling and reskilling need to be managed well and, in general, the talent management framework is a good place where such initiatives should land. COVID-19 has catapulted the role of technology in the field of talent management a decade sooner than we expected. In fact, one of the primary reasons why companies are failing at reskilling is due to the fact that they lack a sound strategy and training technologies to assist them with this. A talent management platform or learning management platform is vital to ensure that the skills in your company’s competency framework are in check. On the other hand, your platform is pivotal to ensuring that you are providing the right mix of learning resources (synchronous and asynchronous) to achieve knowledge and competency in those skills.
A four-part article series where PwC Malta’s People & Organisation team explore the journey of redefining work as we move closer towards a post-pandemic world. Each part of the series will focus on a different aspect of this redefinition in the workplace: leadership, the world of work, the workforce and wellbeing.
CEOs at financial services firms face a dilemma. Because the industry is changing rapidly, they must build the right skills for their organisation to continue to compete in the future. Yet doing so requires making investments that won’t generate a return for several years. In the meantime, they face relentless pressure to hit short-term financial targets.
Impact of COVID-19 on the workforce and HR functions
Every year the HR Pulse Survey, a joint exercise carried out by PwC Malta and the Foundation for Human Resources Development (FHRD), looks to identify the key HR challenges being faced by local organisations and to gain insight on the priorities for people management going forward.
We are sharing the insights we collected on the remote working experience of over 850 workers in Malta to understand whether and how this could be a sustainable way of working in the long term. Download our publication below to discover more!
The impact of COVID-19 is causing businesses concern about their workforce. Every business and industry sector is being impacted differently.
Read PwC Malta's tips on how one can support employees through remote working and how to ensure business continuity.
The fifth edition of our HR Pulse Survey is out! This initiative is carried out by PwC Malta and the Foundation for Human Resources Development (FHRD). It aims to gather thoughts and views of Malta’s HR and business leaders on the key HR challenges organisations are facing, as well as priorities for people management in the year ahead. This year’s survey focussed on the HR Transformation and the reshaping of the role of the HR function in the future world of work.
While the majority of businesses recognise which capabilities are important for their future success, many are failing to take the actions needed today to build or even introduce them into their organisations. These actions include using data analytics to make workforce decisions and creating a compelling work experience for employees.
Organisational culture plays an optimal role in creating the right people experience and maximising organisational performance. 72% of C-suite and board members agree that organisational culture significantly influences a prospective employee when choosing an organisation to work for. However, despite the recognised importance of culture, PWC’s Katzenbach Center Global Culture Survey 2018 finds that 80% of respondents believe their organisation’s culture needs to evolve in the next five years if the organisation plans to grow and retain talent.